It took time for everyone to become accustomed to a new process and to take hiring more seriously, but a year later several peers mentioned that the engineering team was the best they'd ever worked with (it was also the fastest growing), and I could see a dramatic improvement in quality across the board for other teams.įinding and solving problems that are holistic, and seeing a dramatic improvement because the entire team recognizes the opportunity to become better versions of themselves, these are the rare but inspiring moments that build an energized workforce and ultimately a company that has a chance to be successful.Īnother thing I don't miss: backstabbing.Īt Large Tech Company I was managing two engineering teams, and one year I put three of my folks up for promotion. Our quality of hires dramatically improved across the board over the next six months. I spent a month developing some training and getting leadership onboard with doing in-person debrief meetings where we went around the table disucssing the real questions: Can the do the job we need them to do? Does this candidate already embody our Core Values? What will we have to mitigate if we hire them and how do we do that? The recruiters were incentivized to just put candidates in front of us as quickly as possible, and we didn't have good interview debrief processes the conversations were usually along the lines of "I like this person, we should hire them." ![]() We were not finding high quality candidates, and we were not hiring top quality employers. Turning things around, one thing about corporate America I do miss: Improving something broken in a really big way.Īt my last role, when I joined I realized our entire recruitment process was very broken. I'll be looking for my next adventure soon, but for now, I'm going to take some time to relax, finish up some personal projects, and see what happens next. The team almost runs itself, and while my recent focus was on longer term strategy and other projects in-flight, I have full confidence that everything with KSP2 is going to be just fine without me showing up in Fremont every day. There are processes and best practices that I enacted in my time at Intercept that have been fully adopted by the engineering team and other groups at the studio. One of the things I strive to do is work my way out of a job. I say this as someone who devoted three years to it, and as a player and a fan of the franchise. ![]() I trust this team, and while for obvious reasons I can't talk about the behind the scenes goings-on, I know KSP2 is going to be everything the players and fans want it to be. There are some decisions I wish I'd made better, but there are hundreds that I'm proud to have called correctly that got us where we are today. We solved some very difficult technical problems and made rocket science look easy, in the face of incredible challenges. I'm super proud of the engineering team that I built up at Intercept Games, and all the amazing and visionary leaders and game developers I was able to work with over the previous three years. I wish them the best, as both a fan and a shareholder. ![]() As Take2 publicly announced, they're doing some cost cutting, and, well, I'm not cheap. Today was my last day working on Kerbal Space Program 2.
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